Finding Solutions to the Problem of Burnout

When it comes to burnout, the question I hear most often is:

"What can we do about it?"

This question reflects a significant concern, yet the typical response focuses on acute solutions rather than addressing the broader cultural implications of work. While acute stress mitigation is crucial, it is not comprehensive enough to create lasting change for individuals, their departments, or the organization as a whole.

Drawing on the pioneering research of Christina Maslach at the University of California, Berkeley, let's explore a more comprehensive approach to tackling burnout.

Understanding Burnout

• Burnout is not a personal failing but a widespread issue affecting various professions, underlining the importance of addressing it systemically.

Even though burnout was recognized by the WHO in 2015, it isn't new. It was first identified in the 1970s and initially seen as a risk for those in human services and caregiving roles. Over time, it's become clear that burnout affects a wide range of professions, from finance and law to technology and customer service. Surveys now show that people leaders are increasingly susceptible to burnout. It's characterized by three key dimensions: exhaustion, cynicism, and a decline in professional efficacy.

Early this week, I was working with a team leader who felt completely drained, detached from her work, and increasingly ineffective. Her story is far from unique; it mirrors the broader findings that burnout significantly impacts both personal well-being and organizational health.

The Psychological Approach

• Recognizing that burnout is not just an individual issue but a systemic one opens up new avenues for addressing it effectively.

Traditionally, burnout has been examined through a psychological lens, focusing on personal experiences of exhaustion and inefficacy. This approach has yielded valuable insights into the personal, social, and economic costs of burnout and helped develop the concept of work engagement, which is essentially the positive opposite of burnout.

However, there's a critical downside. By framing burnout as an individual problem, we often overlook systemic workplace issues. This perspective can unintentionally blame individuals for their burnout, ignoring the significant role that organizational environments play.

Fixing the Person vs. Fixing the Job

• Balancing individual support with systemic changes can create a more sustainable and effective solution to burnout.

At VAST Coaching, we believe in a comprehensive approach. It's essential to support individuals in managing stress, but it's equally important to look for ways to accommodate individuals' needs to perform their jobs well. Research backs this up, showing that interventions targeting job conditions often have a more lasting impact.

I recall a senior executive I worked with who implemented primary prevention strategies focused on sensory accommodations for themselves and their staff via Sensory Intelligence Consulting to mitigate burnout risks within the team. By creating accommodations for the team's sensory needs, they increased their functional cognitive capacity. More importantly, it fostered a more supportive work environment, reducing episodes of burnout and boosting overall team engagement.

New Solutions for Burnout

• Understanding and addressing specific areas of job-person mismatch can lead to more targeted and effective interventions.

Recent research advocates for solutions that go beyond individual interventions. The Areas of Worklife (AW) model, for instance, identifies six key areas where job-person mismatches can occur: workload, control, reward, community, fairness, and values.

Take, for example, a healthcare organization I consulted with. They faced high levels of burnout due to overwhelming workloads. By redistributing tasks, increasing autonomy, and ensuring fair recognition and rewards, the organization saw a significant reduction in burnout and a boost in employee satisfaction.

Creating Healthy Workplaces

• A healthy workplace isn't just about reducing burnout—it's about fostering a thriving, engaged, and productive workforce.

A healthy workplace supports employee engagement and well-being by ensuring a sustainable workload, providing autonomy and control, offering recognition and reward, fostering a supportive community, ensuring fairness and respect, and aligning with clear values and meaningful work.

One of my most rewarding experiences was with a tech company that transformed its culture by addressing these six areas. The result was a vibrant, engaged workforce that felt valued and supported, demonstrating the profound impact of a well-aligned job-person fit.

Conclusion

Addressing burnout requires a holistic approach that includes both individual and organizational interventions. By focusing on creating healthy workplaces that align with the AW model, we can prevent burnout and promote engagement. At VAST Coaching, we are committed to guiding leaders and organizations on this journey, ensuring sustainable success and well-being.

For those ready to explore these transformative strategies, VAST Coaching offers tailored solutions for Adaptive Leadership Development and Executive Well-being. Let's move beyond rigid and outdated models of leadership that perpetuate burnout and create environments where personal and professional goals can achieve lasting success.

References:

• Maslach, C. (2017). Finding Solutions to the Problem of Burnout. University of California, Berkeley.
• Harvard Business Review. (2021). "How Inspirational Leadership Drives Employee Engagement."
• Stanford University. (2020). "The Impact of Accountability on Organizational Performance."
• Gallup. (2022). "The Power of Feedback: Engaging Employees Through Constructive Criticism."
• Journal of Positive Psychology. (2019). "The Role of Positive Communication in Enhancing Team Performance."
• McKinsey & Company. (2020). "Diversity Wins: How Inclusion Matters."
• Deloitte. (2018). "The Value of Inclusive Leadership."
• Institute of Business Ethics. (2021). "Ethical Leadership and Employee Performance."